The QUADSTRAT Strategic Performance Assessments. QuadStrat Tutorial

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1 The QUADSTRAT Strategic Performance Assessments

2 The variety and scope of the QUADSTRAT assessments have grown considerably over the years. In this lesson, we will review assessment types, including content and intended audiences. Joelle Hunter Let s start by first reviewing the Dynamic Model. This model provides the foundation for all of the QUADSTRAT Strategic Performance Assessments QuadRed

3 The Dynamic Model is QUADRED s proprietary business model that divides organizational disciplines into three Core Drivers: Strategy, Design, and Culture. The ODM provides a sensible, cross-functional structure to evaluate business performance. The model includes 35 disciplines. QUADRED uses this model as the foundation for all of our Strategic Performance Assessments: Management, Employee, Board, CEO, Small Business, and ClimatePLUS. All content linked to the ODM model is based solely on best practices research conducted in conjunction with the Anderson School of Management at the University of California at Los Angeles (UCLA) and Pepperdine University. NOTE: You will find a great deal more information about the ODM in the book, Mastering Strategy provided for you as part of your QuadRed Membership QuadRed

4 Dynamic Model 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage Mission Vision Strategic Advantage 2.1 Structure Structure Alignment 3.1 Values & Beliefs Values Credibility 1.2 External Assessment Customer Profile Market & Competitive Analysis 2.2 Core Leveraging Core 3.2 Leadership Management Modeling Empowerment Coaching Building Teams 1.3 Internal Capabilities Finance Research & Development Production Marketing Sales Effectiveness Customer Service 2.3 Information Systems, and Technology Communication Shared Knowledge Required Technology 3.3 Human Resource Systems Recruitment Orientation Training & Development Performance Management. Reward Systems 1.4 Planning & Execution Planning Resource Alignment Execution 2.4 Efficiency Policies & Procedures Roles & Responsibilities Outsourcing & Partners 3.4 Character Informal Communication Employee Feedback Ability to Change QuadRed

1 Structure Structure Alignment 3 Core Drivers 3.1 Values & Beliefs Values Credibility 1.

2 Leadership Management Modeling Empowerment Coaching Building Teams 1.

3 Information Systems, and Technology Communication Shared Knowledge Required Technology 35 Principal Elements 3.

4 Planning & Execution Planning Resource Alignment Execution 2.

5 Dynamic Model 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage Mission Vision Strategic Advantage 2.1 Structure Structure Alignment 3 Core Drivers 3.1 Values & Beliefs Values Credibility 1.2 External Assessment Customer Profile Market & Competitive Analysis 12 Key Components 2.2 Core Leveraging Core 3.2 Leadership Management Modeling Empowerment Coaching Building Teams 1.3 Internal Capabilities Finance Research & Development Production Marketing Sales Effectiveness Customer Service 2.3 Information Systems, and Technology Communication Shared Knowledge Required Technology 35 Principal Elements 3.3 Human Resource Systems Recruitment Orientation Training & Development Performance Management. Reward Systems 1.4 Planning & Execution Planning Resource Alignment Execution 2.4 Efficiency Policies & Procedures Roles & Responsibilities 3.4 Character The ODM is divided into 3 main categories known as the Core Drivers. These categories are then subdivided Outsourcing into Key & Components and 35 organizational disciplines also Partners known as Principal Elements. Informal Communication Employee Feedback Ability to Change QuadRed

Dynamic Model 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage 1.2 External Assessment 1.3 Internal Capabilities Mission Vision What will this house look like?

Research & Development Production Marketing Sales Effectiveness Customer Service If we use a house analogy 2.1 Structure 2.2 Core 2.

Were we smart about how Communication we installed the electrical, phone lines, cable, etc.? Shared Knowledge Required Technology 3.1 Values & Beliefs 3.

6 Dynamic Model 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage 1.2 External Assessment 1.3 Internal Capabilities Mission Vision What will this house look like? Where Customer will it Profile be built? Will the house plans be conservative, innovative, or Strategic Advantage Market & Competitive Analysis Finance something inbetween? Research & Development Production Marketing Sales Effectiveness Customer Service If we use a house analogy 2.1 Structure 2.2 Core 2.3 Information Systems, and Technology Structure Alignment How are the rooms laid out? Does the layout make it easy Leveraging Core or hard for the inhabitants to get around? Were we smart about how Communication we installed the electrical, phone lines, cable, etc.? Shared Knowledge Required Technology 3.1 Values & Beliefs 3.3 Human Resource Systems Values Credibility Management Modeling 3.2 Empowerment Leadership Does it feel formal Coaching Orientation Training & Development Performance Management. Reward Systems Planning Policies & Procedures Informal Communication Strategy Resource would Alignment be the blueprint of the house, Roles & Design would relate to the Employee Feedback Planning & Execution Execution Efficiency Responsibilities infrastructure, and Culture would describe how it feels to live there. Character Ability to Change Outsourcing & Partners The follow pages summarize the Key Components. What type of environment exists inside this house? or informal? Building Teams Warm or cold? Functional or Recruitment dysfunctional? QuadRed

7 Understanding the 12 Key Components of the ODM. Key Component General Meaning 1.1 Mission, Vision, and Competitive Advantage 1.2 External Assessment STRATEGY Why does your company exist? What is your purpose? Where are you heading in the future? On what grounds do you intend to compete? What s happening in your industry that you must know about? What are the buying habits and bargaining power of your primary customers? Who are your direct and indirect competitors? Is there a threat of substitute products, new market entrants, or other environmental concerns? 1.3 Internal Capabilities How prepared are you to compete? Do you have the required financial resources? Can you develop innovative and useful goods and services? Can you produce them quickly and cost-efficiently? Can you create a compelling marketing plan? Can you sell effectively? Can you provide world-class service after the sale? 1.4 Planning and Execution Can you use the information from these first three components to create a strategic plan that is targeted and measurable? Can you allocate resources effectively? Can you successfully execute your plan? DESIGN 2.1 Structure Given your strategy, does your current organizational structure make sense? How willing is your senior management to reorganize, if necessary, to be more effective? 2.2 Core What is your company really good at and how can you leverage it? QuadRed

8 Key Components (cont.) Key Component 2.3 Information, Systems, & Technology 2.4 Efficiency DESIGN (cont.) General Meaning Are your keeping your managers and employees informed? Can you share information effectively across your company? Do you have the right technology in place to achieve your goals? Are your policy and procedures clear? Do they act as guideposts or obstacles to your employees? Do your employees understand how their individual effort contributes directly to your goals? Do you outsource functions that are not related to your core competencies? Do you monitor the performance of your outsource partners? CULTURE 3.1 Values & Beliefs What are the non-negotiable values and standards that every employee in your company must follow? Are these values crystal clear? Do you confront violators? 3.2 Leadership Do your managers represent the best in leadership practices? Do they involve their staff in identifying and solving problems? Are they willing to confront lowperformers? Do they show appreciation to high-performers? Are they effective in building enthusiastic, productive teams? 3.3 Human Resource Systems 3.4 Character How effective is your company at attracting top talent and making employees feel like they are a part of something vital and exciting? Do you provide the training employees need to contribute? Do you evaluate employee performance on a regular basis? Have you established rewards that are fair and worthy of the effort? What is the real, day-to-day nature of your organization? Do you ask for employee feedback? If so, do you close the feedback loop, even if the answer is no? How quickly does your organization adapt to change? QuadRed

9 Now let s look closer at the QuadStrat Strategic Performance Assessments Joelle Hunter These next few slides will describe the Strategic Performance Assessments in detail QuadRed

10 Strategic Performance Assessments Based on the al Dynamic Model Enterprise Management Assessment This assessment is intended for CEO s and senior managers (or the equivalent government military and civilian positions). Management Assessment includes all 35 Principal Elements in the ODM. CEO Assessment This assessment is identical to the Management Assessment. By providing the CEO (or most senior executive) with his/her own Access Code, we can segregate his/her data and compare the CEO perspective with those of his or her staff in separate CEO report. Employee Assessment Joelle Hunter The Employee Assessment is intended for the general workforce - usually middle management and below. This assessment is a subset of the Management Assessment. It covers 19 of the 35 elements, with an emphasis on organizational culture. Board Assessment This assessment is intended for an organization s Board of Directors. The Board assessment is also a subset of the Management Assessment, covering 16 elements, but with an emphasis on Strategy. Small Business This assessment is designed specifically for smaller companies and start-ups. It also, includes 19 of the 35 elements, focusing on both business operations and the work environment. ClimatePLUS The ClimatePLUS Assessment is a comprehensive climate survey that allows all employees, from senior managers to the newest employee to evaluate both their immediate work environment and the organization as a whole QuadRed

11 An Overview of the Assessments and Reports Based on the al Dynamic Model Enterprise Small Business Management/CEO Employee Board Completed by both managers and employees. Completed by senior managers. Respondents evaluate and prioritize the 35 elements tied to the 3 Core Drivers: Strategy, Design, and Culture. Completed by the general workforce. A subset of the Management Assessment. Respondents evaluate and prioritize 19 elements, with an emphasis on the work environment. Completed by the Board Members of an organization. A subset of the Management Assessment. Board Members evaluate and prioritize 16 elements, with an emphasis on business strategy. Tailored to companies that have not yet developed the infrastructure typically seen in larger companies. Covers both business and work climate issues. ClimatePlus This assessment is a climate survey and can be completed by everyone in the organization. The content focuses on current the state of both the immediate work environment and the company as a whole. Mgmt/CEO Reports Employee Report Board Report Sml Bus. Report ClimatePlus Report Establishes the Strategic Performance Index (SPI), Identifies High-Impact/ Low-Performing areas, and indicates degree of alignment among the senior managers. Compares perspectives of employees with senior managers. Compares the Board s perspectives with the senior management team as a whole. Identifies High-Impact/ Low-Performing areas and compares manager and employee responses. Identifies High-Impact/ Low-Performing areas in the work environment QuadRed

Elements 19 Elements 19 Elements Estimated Completion Time: Estimated Completion Time: Estimated Completion Time:

12 Size and Approximate Timeframe for the Assessments Types Enterprise Management/CEO Employee Board Small Business ClimatePLUS 117 Statements 55 Statements 46 Statements 59 Statements 55 Statements 35 Elements 19 Elements 16 Elements 19 Elements 19 Elements Estimated Completion Time: Estimated Completion Time: Estimated Completion Time: Estimated Completion Time: Estimated Completion Time: 60 Minutes 30 Minutes 20 Minutes 30 Minutes 30 Minutes QuadRed

13 QUADSTRAT Assessment Versions Assessments Version Enterprise Small Business ClimatePLUS Corporate Government (Small Agency) Credit Union Nonprofit (Small Nonprofit) Church (Small Ministry) Education In addition to the standard corporate version, the QUADSTRAT assessments are available for other vertical markets QuadRed

14 Let s take a more detailed look at the QUADSTRAT Strategic Performance Assessment types based on the Dynamic Model Joelle Hunter You will see that there are distinct differences regarding the elements that are evaluated in each type QuadRed

15 Enterprise: Management - Areas Covered 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage Mission Vision Strategic Advantage 2.1 Structure Structure Alignment 3.1 Values & Beliefs Values Credibility 1.2 External Assessment Customer Profile Market & Competitive Analysis 2.2 Core Leveraging Core 3.2 Leadership Management Modeling Empowerment Coaching Building Teams 1.3 Internal Capabilities Finance Research & Development Production Marketing Sales Effectiveness Customer Service 2.3 Information Systems, and Technology Communication Shared Knowledge Required Technology 3.3 Human Resource Systems Recruitment Orientation Training & Development Performance Management. Reward Systems 1.4 Planning & Execution Planning Resource Alignment Execution 2.4 Efficiency Policies & Procedures Roles & Responsibilities Outsourcing & Partners The Management Assessment addresses all 35 ODM elements Character Informal Communication Employee Feedback Ability to Change QuadRed

Enterprise: Employee - Areas Covered 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage Mission Vision Strategic Advantage 2.

16 Enterprise: Employee - Areas Covered 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage Mission Vision Strategic Advantage 2.1 Structure Structure Alignment The Employee Assessment emphasizes Culture (work environment) issues. 3.1 Values & Beliefs Values Credibility 1.2 External Assessment Customer Profile Market & Competitive Analysis White elements are NOT included in the Employee Assessment. 2.2 Core Leveraging Core 3.2 Leadership Management Modeling Empowerment Coaching Building Teams 1.3 Internal Capabilities Finance Research & Development Production Marketing Sales Effectiveness Customer Service 2.3 Information Systems, and Technology Communication Shared Knowledge Required Technology 3.3 Human Resource Systems Recruitment Orientation Training & Development Performance Management. Reward Systems 1.4 Planning & Execution Planning Resource Alignment Execution 2.4 Efficiency Policies & Procedures Roles & Responsibilities Outsourcing & Partners 3.4 Character Informal Communication Employee Feedback Ability to Change QuadRed

Enterprise: Board - Areas Covered 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage Mission Vision Strategic Advantage The Board 2.

2 Core Leveraging Core Gray elements are NOT included in the Board Assessment. 3.2 Leadership Management Modeling Empowerment Coaching Building Teams 1.

17 Enterprise: Board - Areas Covered 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage Mission Vision Strategic Advantage The Board 2.1 Assessment emphasizes Structure Strategic issues. Structure Alignment 3.1 Values & Beliefs Values Credibility 1.2 External Assessment Customer Profile Market & Competitive Analysis 2.2 Core Leveraging Core Gray elements are NOT included in the Board Assessment. 3.2 Leadership Management Modeling Empowerment Coaching Building Teams 1.3 Internal Capabilities Finance Research & Development Production Marketing Sales Effectiveness Customer Service 2.3 Information Systems, and Technology Communication Shared Knowledge Required Technology 3.3 Human Resource Systems Recruitment Orientation Training & Development Performance Management. Reward Systems 1.4 Planning & Execution Planning Resource Alignment Execution 2.4 Efficiency Policies & Procedures Roles & Responsibilities Outsourcing & Partners 3.4 Character Informal Communication Employee Feedback Ability to Change QuadRed

The Small Business Assessment - Areas Covered 1.0 Strategy 2.0 Culture 1.1 Mission, Vision Competitive Advantage Mission & Competitive Advantage 2.

18 The Small Business Assessment - Areas Covered 1.0 Strategy 2.0 Culture 1.1 Mission, Vision Competitive Advantage Mission & Competitive Advantage 2.1 Values & Beliefs Values Credibility There are 2 Core Drivers in the Small Business Assessment. 1.2 External Assessment 1.3 Internal Capabilities 1.4 Planning & Execution Customer Profile Market & Competitive Analysis Finance Research & Development Production Marketing Sales Effectiveness Customer Service Planning & Execution Required Technology 2.2 Leadership 2.3 Human Resource Systems 2.4 Character Management Modeling Empowerment & Coaching Training & Development Performance Management. Reward Systems Communication Ability to Change The Small Business assessment is ideal for start-ups or companies with less complex infrastructures. It addresses the key business disciplines that any business owner should evaluate QuadRed

The ClimatePLUS (Identical to areas covered in the Employee Assessment) 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage Mission Vision Strategic Advantage 2.

19 The ClimatePLUS (Identical to areas covered in the Employee Assessment) 1.0 Strategy 2.0 Design 3.0 Culture 1.1 Mission, Vision Competitive Advantage Mission Vision Strategic Advantage 2.1 Structure Structure Alignment The ClimatePLUS Assessment emphasizes Culture (work environment) issues. 3.1 Values & Beliefs Values Credibility 1.2 External Assessment Customer Profile Market & Competitive Analysis White elements are NOT included in the ClimatePLUS Assessment. 2.2 Core Leveraging Core 3.2 Leadership Management Modeling Empowerment Coaching Building Teams 1.3 Internal Capabilities Finance Research & Development Production Marketing Sales Effectiveness Customer Service 2.3 Information Systems, and Technology Communication Shared Knowledge Required Technology 3.3 Human Resource Systems Recruitment Orientation Training & Development Performance Management. Reward Systems 1.4 Planning & Execution Planning Resource Alignment Execution 2.4 Efficiency Policies & Procedures Roles & Responsibilities Outsourcing & Partners 3.4 Character Informal Communication Employee Feedback Ability to Change QuadRed

20 Other QUADRED Performance Assessments

21 QuadLead QuadLead Leadership Performance 360º Model 1.0 Leadership What a leader does 1.1 Vision & Strategy 1.2 Job 1.3 Industry Knowledge 1.4 Communication Skills 1.5 Leading Change 1.6 Execution 2.0 Leadership Character Who a leader is 2.1 Leadership Image 2.2 Developing a Following 2.3 Judgment/Decision Making 2.4 Personal Ethics 2.5 Coaching/Mentoring 2.6 Building Teams 20

22 QuadBoard QuadBoard Assessment - Standard Version 8 Board Categories 1. Board Composition 2. Board and CEO Compensation 3. Strategic Planning 4. Board Procedures 5. Board Interaction Non-profit Version also available. 6. Board Information 7. Board Committees 8. Board and CEO Effectiveness 21

23 Getting Started Sales/Marketing Ideas QuadStrat QuadLead Invite a key executive from 5 potential clients to compare their business researched best practices. (demos) Would you be willing to spend 60 minutes online to compare your company/organization to the best run companies in the world? I ll be happy to take you through this experience at no cost. Offer to coach a manager for a current or potential client to demonstrate the power of the tool. You have lots of flexibility due to little or no cost. Embed the tool in your consulting process. There is NO selling. Capitalize on the consulting opportunities resulting from the assessment outcomes Use the tool with existing clients, particularly those who have low QuadStrat Leadership scores. Offer to work with one Leader at low cost to prove the value of the process. 22

Results & Key Findings. Non-Profit Board of Directors Assessment. Sample fax

Results & Key Findings. Non-Profit Board of Directors Assessment. Sample fax Results & Key Findings Sample Non-Profit Assessment 310.652.5678 fax 310.652.5677 www.profitablesolutions.com TABLE OF CONTENTS OVERVIEW..... METHODOLOGY ii iii EXECUTIVE SUMMARY Degree of Impact Results........